Progress caring for the chronically ill?: updates from the Annual Research Meeting of Academy Health

Several sessions at the Annual Research Meeting of Academy Health in Chicago were devoted to updating the results of key demonstration projects and pilots related to the care of those with chronic diseases; most notably the Medicare Health Support pilot and the Physician Group Practice Demonstration.  The results of these efforts to date highlight the importance of the continued evolution and large scale testing of successful models like HQP’s advanced community-based care management.

Although more data remains to be analyzed, the initial evaluation of the Medicare Health Support pilot presented by RTI International evaluators does not look encouraging either as a way to control costs or improve outcomes.  None of the programs participating in the pilot came close to achieving budget neutrality for CMS.  Additional analyses with longer follow-up should be coming out soon and merit careful review (especially to see what more can be learned), but this approach does not look promising for Medicare.

The Physician Group Practice Demonstration has been associated with improvements in quality measures and, at least for 4 sites the potential to help control costs.  The presenters from RTI International were careful to point out, however, that with regard to cost savings, the research model used in this demonstration is “not a rigorous experimental design”; unlike the Medicare Coordinated Care Demonstration, it is not a randomized trial and there is “incomplete” matching of the comparison group characteristics to those of the intervention group.  The presenters noted, “Measuring savings is highly sensitive to target setting methodology, risk adjustment, and demonstration population size.”

Indeed MedPAC also raised this issue in it’s June 2009 Report to Congress: Improving Incentives in the Medicare Program.  Beginning on page 258 of the report, referring to the Physician Group Practice Demonstration …

The apparent success of the sites in constraining the rate of cost growth is less clear once risk adjustment effects are taken into account.  According to unpublished data from CMS staff, the rate of total expenditure growth without risk adjustment from the base year to performance year 2 were higher or about the same in 8 of the 10 demonstration sites as in their comparison groups.  After adjusting for population risk difference (using a methodology similar to the used in Medicare Advantage), only three of the sites had higher total spending growth rates than did their comparison groups.  The difference between the unadjusted and adjusted results stems from the fact that 9 of the 10 demonstration sites also reported that their patient risk scores grew faster than risk scores for the sites’ comparison groups.  The relatively faster increase in risk scores for the sites may be due to their attracting a greater share of sicker patients than the comparison group, their patients could be getting sicker while enrolled in the demonstration, or the sites may be more fully documenting and coding diagnoses to identify patients for care management and quality improvement initiative.  Because the increased risk scores of patients at the sites may be due to improved detection and coding of acute and chronic conditions, actual cost savings in the first two years of the demonstration are unclear.

This is an excellent example of the importance of strengthening our research capacity in this area.  Rigorous study designs like that of the Medicare Coordinated Care Demonstration are critical to truly understanding what works to reduce avoidable suffering and cost among our nation’s growing number of older adults with chronic illness.  There is no shortcut.  The sooner we accept this fact and invest in good research the sooner we will know how to effectively redesign our health care delivery system.

Community-Based Medical Home: Important element of House Tri-Committee Discussion Draft

The three committees in the House of Representatives with jurisdiction on health care (Education and Labor, Ways and Means, and Energy and Commerce) have issued a combined “Tri-committee”  discussion draft on proposed health care reform legislation.  A critical and innovative component of this draft is a pilot program for the “Community-Based Medical Home” (Sec. 1302. (d)).  This part of the draft legislation would support qualifying multi-disciplinary teams delivering community-based services for chronic care management AND the primary care providers with whom they collaborate to work together effectively; each being eligible to receive a per patient per month fee.  THIS IS A CRITICAL PIECE OF HEALTH CARE REFORM LEGISLATION and deserves your support.  Please consider contacting your members of the House and Senate to support such legislation.

By supporting organizations like HQP, who are experts in working with providers to help prevent avoidable complications of chronic diseases, human suffering can be reduced, costs can be better controlled and health outcomes and quality of life improved.  That’s what we’ve seen by applying this type of model under the Medicare Coordinated Care Demonstration.  It is effective and deserves wider implementation and testing.

A description and full copy of the Tri-committee discussion draft can be obtained here.

Thoughts for Senate Finance Committee re: Chronic Care Management Innovation Center (CCMIC), Rapid Learning Network (RLN) and payments

  1. Programs which are diverse, creative and innovative should be invited to participate in the CCMIC and RLN, but they should also be carefully specified – i.e., program elements, processes, protocols and operational standards should be clearly described and documented
  2. Flexibility with regard to changes to programs during their study periods is key, but these also must be carefully documented
  3. A public database of the operational specifications of programs and changes to them over time should be developed
    i.     Ideally a reliable measure of a program’s own adherence to these operational specifications should be included in such a database as well
  4. Open access (with appropriate privacy and usage safeguards) to CMS claims data should be made available in as timely and inexpensive a manner as feasible to all participating sites and other interested researchers who meet a minimum standard of qualification for the competent use of such data; MORE analysis of these programs by independent and qualified health services researchers is essential both for transparency and to accelerate innovation
  5. Base payments for program services are best provided on a per person per month (PPPM) basis negotiated between care coordination provider and CMS (either on a defined population or per ‘enrolled’ participant)
  6. Requirement for immediate budget neutrality should be relaxed and applied only after program has had an opportunity to refine its model with adequate time and data (e.g., 4 to 5 years)
    i.    To safeguard against excessive losses to Medicare, thresholds could be established beyond which programs could be discontinued early (e.g., 2 to 3 years)
  7. Bonus payments in addition to base PPPM – 80% of net savings to care coordination provider (20% to CMS) beyond a minimum savings threshold (2%) for evidence of quality improvement and/or improved health outcomes; modeled after the approach used in the CMS Physician Group Practice Demonstration
  8. Payment flexibility and incentive innovation – allow provider of care coordination to split none, either, or both base PPPM payments and earned bonus payments with other providers of health care services and, perhaps, even Medicare beneficiaries themselves

Financing and Payment Options for Care Coordination

I participated in a terrific meeting (June 3) sponsored by the National Coalition on Care Coordination (N3C) to brainstorm ideas about the smartest way to finance and pay for care coordination.  Lots of bright and passionate people in the room responding to an excellent working  draft paper on the subject authored by Robert Berenson, MD and Julianne Howell, PhD.  For a summary of my suggestions on the subject, as a discussant at the meeting, check out the related HQP website page here.

The most important thing to understand is that THERE ARE proven interventions that work to improve health outcomes and lower cost among complex, chronically ill individuals, the availability of which we should begin to expand (with rigorous performance monitoring).  We also must define our aims for such programs clearly and consistently, and dramatically increase our support for research in this area.  CMS demonstrations have and will continue to be very important in this regard, but by themselves are not sufficient to accelerate innovation and R&D at a pace commensurate with the growing challenges faced by Medicare.

Transforming the health care delivery system – policy options

The policy options to transform our health care delivery system now under consideration by the Senate Finance Committee include important new initiatives.  Three key opportunities include payment for transitional care activities, establishment of a CMS Chronic Care Management Innovation Center, and the Medicare Shared Savings Program (i.e., accountable care organizations).  These 3 options (along with others in the committee’s proposal)  would dramatically increase the support for and research as to how  health care organizations accept greater responsibility for the health and well being of the communities they serve.  An attribute woefully lacking in our current system.

You can read the Senate Finance Committee’s policy options paper here.

Swine flu – another role for HQP and CBHES’s?

What could HQP or other community-based health care extension services (CBHES) do to support preparedness in case of a new (old-fashioned infectious disease type) epidemic – like swine flu?

Besides their role in helping manage the epidemic of chronic illnesses in our communities, well organized CBHES’s (like HQP) could also play an important role in improving the response to epidemic infectious diseases in communities.  The role HQP / a CBHES can play in this situation include;

  • Enhancing dissemination of and responding to questions about key information needed by the public.
  • Early case finding in the community looking for symptom patterns with confirmation by means of nasopharyngeal swab collection in the field.  In milder cases, diagnosis could be confirmed at home and treatment prescribed in collaboration with the primary care provider without the patient needing to visit health care facilities and risk increased community-wide exposure.
  • Support for adherence to home-based voluntary isolation.  Working with the departments of health to assist in explaining to patients and families how this can safely and effectively be undertaken.  Staying at home and masks and hand-washing for all visitors.
  • Assistance in explaining the importance of and monitoring treatment adherence with a neuraminidase antiviral medication (Tamiflu or Relenza) if prescribed by the primary care provider.

HQP is now preparing itself to be able to offer the above services to our community if such a need should arise.  I think this is the kind of thing that a CBHES is very well poised to support in collaboration with local primary care providers, hospitals, and public health departments.  These organizations are well integrated into the communities, have nursing staff capable of implementing these steps and are accustomed to monitoring people at home.  Close data flow and communications between CBHES and others (already a key capability of a CBHES) would make this a non-redundant, value added capability with the potential for enormous benefit to the public’s health.  It would augment a CBHES’s role to include … “community-based public health extension service”.

What is a community-based health care extension service?

The community-based health care extension service (CBHES) is an important emerging idea.  It offers a conceptual framework for how resources might be better organized to coordinate care for patients, especially those with chronic conditions.  The four functional capabilities of a CBHES as proposed by leaders at AHRQ in a recent editorial in the Annals of Internal Medicine (click here to read the editorial), include;

“1. Provide small, local primary care practices with the services of care managers, social workers, health educators, and other professionals.
2. Serve as connectors linking local primary care practices to existing community resources, such as social services, mental health services, and public health resources and programs. A community-based health care extension service would be more effective if its mission included mobilizing, organizing, and coordinating the local on-the-ground public resources, such as agencies on aging, substance abuse services, and family services, and connecting them with primary care practices and patients.
3. Provide primary care practices with quality improvement technical assistance, including practice redesign, assistance with the adoption of health information technology, and information on local best practices and national evidence-based practices and guidelines.
4. Partner with academic centers and primary care practice–based research networks to coordinate practical clinical trials to answer practice-informed research questions.”

I believe that the organizational structure and functional capabilities of HQP closely parallel these recommendations.  See our fuller articulation of why we think HQP is a CBHES on HQP’s website (click here).

Thoughtful analysis by Bob Berenson

Bob Berenson, MD of the Urban Institute is among the many smart people we are fortunate to have working on and advising policy makers on health care reform strategies.  I recently got the chance to meet Bob at a small meeting in D.C. where reform of primary care and improving care for chronically ill older adults were the main topics.  He mentioned he’d recently testified before Congress … so I tracked his remarks down through the Urban Institute website.  I recommend anyone interested in the topic read his analysis, “Health Reform in the 21st Century: Reforming the Health Care Delivery System”.  Here’s the link.

Welcome to my blog experiment

Welcome to the new HQP blog.  My aim for this blog is to productively stimulate a dialogue and  exchange of ideas about how to redesign the American health care delivery system  to be more effective in improving the health of our communities (see the about this blog page).  The existing American health care system provides too few incentives or support needed to reorganize care delivery in ways that will improve the health of whole communities or vulnerable sub-populations; e.g., chronically ill older adults.  The cost in dollars and needless human suffering is significant.  Progress made to date has come about through collaboration, shared purpose, and a willingness to explore and test new possibilities on the part of dedicated and passionate health care providers and organizations, community resources, patients, and their families.  When short-term organizational or personal self-interest is the primary determinant of health care delivery system behavior, our communities suffer.  Too often, competition between the actors in our health care delivery system leads to isolated silos, high cost, fragmented care, poor quality and poor health outcomes.  When there is a willingness to work collaboratively, great improvements and remarkable breakthroughs are possible.

To productive collaboration!

Ken

Ken Coburn, MD, MPH
CEO & Medical Director
Health Quality Partners